Technological Deep Assessment of Automotive Parts Manufacturers Case of Iranian Manufacturers
In order to develop any strategy, it is essential to first
identify opportunities, threats, weak and strong points. Assessment of
technology level provides the possibility of concentrating on weak
and strong points. The results of technology assessment have a direct
effect on decision making process in the field of technology transfer
or expansion of internal research capabilities so it has a critical role
in technology management. This paper presents a conceptual model
to analyze the technology capability of a company as a whole and in
four main aspects of technology. This model was tested on 10
automotive parts manufacturers in IRAN. Using this model,
capability level of manufacturers was investigated in four fields of
managing aspects, hard aspects, human aspects, and information and
knowledge aspects. Results show that these firms concentrate on hard
aspect of technology while others aspects are poor and need to be
supported more. So this industry should develop other aspects of
technology as well as hard aspect to have effective and efficient use
of its technology. These paper findings are useful for the technology
planning and management in automotive part manufactures in IRAN
and other Industries which are technology followers and transport
their needed technologies.
[1] Arasti M & Pakniat M, (2006), A Classification of Models for
Technology Strategy Formulation, EUROMOT conference Birmingham,
United Kingdom.
[2] Pall R., Farrukh C.J.P., Probert D.R. (2001), Technology management
process assessment: a case study, international journal of operations and
production management, Vol.21, No.8, PP.1116-1132.
[3] Pall R., Farrukh C.J.P., Probert D.R. (2004), a framework for supporting
the management of technological knowledge, international journal of
technology management, Vol.27, No.1, PP.1-15.
[4] Panda H. & Ramanathan K. (1996), "Technological Capability
Assessments of a Firm in the Electricity Sector", Technovation, Vol 16,
No. 10.
[5] Farzipoor Saen.reza(2006), A decision model for technology selection in
the existence of both cardinal and ordinal data, Applied Mathematics
and Computation, No.181, pp.1600-1608.
[6] Chan, F.T.S, M.H. Chan and N.K.H. Tang(2000), Evaluation
methodologies for technology selection, Journal of Materials Processing
Technology, No.107, pp. 330-337.
[7] Torkkeli, Marko, Markku Tuominen(2001), The contribution of
technology selection to core competencies, Int. J. Production Economics
, No.77, pp. 271-284.
[8] Yap.C. And Wm Souder (1993), a filter system for technology
evaluation and selection, Technovation 13 449-469.
[9] Arbel.A, and Y. Shapira(1986), A decision framework for evaluating
vacuum pumping technology, Journal of Vacuum Science &
Technology, Vol.4,No.2, pp.230-236.
[10] Miles, D. (1995), Constructive Change, Managing International
Technology Transfer, International Labour Office, Geneva.
[11] Porter, M.E. (1985), Competitive Advantage: Creating and Sustaining
Superior Performance. New York: Free Press.
[12] Shamsuddin & Bititci (2006), Technological Competency Assessment
Process (TeCAP): A Case Study, EUROMOT conference Birmingham,
United Kingdom.
[13] Domie, Draaijer and Harry, Boer (1995), Designing market-oriented
production systems: theory and practice, Integrated Manufacturing
Systems, Vol. 6 No. 4, pp. 4-15.
[14] Kline.s (2003), what is technology?, in philosophy of technology edited
by Scharff and Dusek, Blackwell publishing.
[15] APCTT (1989), Atlas Technology: A Framework for Technology
Planning, APCTT Publications.
[16] Zeleny M. (1986), High Technology management, Human systems
management, vol.6, pp.109-120.
[17] Radosevic S. (1999), International Technology Transfer and Catch-up in
Economic Development, Edward Elgar Pub.
[18] Nonaka I., Takeuchi H. (2004), Hitotsubashi on knowledge
management, john wiley & sons.
[19] Cowan, M., David, P., Foray, D., (2001), The explicit economics of
knowledge codification and tacitness. Industrial and Corporate Change
9, 211-253.
[20] Johnson, B., Lorenz, E., Lundvall, B.-A(2002), Why all this fuss about
codified and tacit knowledge. Industrial and Corporate Change 11, 245-
262.
[21] Gregory M.J. (1995), Technology management: a process approach,
Proc IMechE, Vol.209, PP.347-356.
[22] Ford D.& Saren M. (1996), "Technology Strategy for Business",
International Thomason Publishing.
[23] Chiesa V. (2001), R&D strategy and organization, imperial college
press.
[24] Irani, Z., Sharif, A.M. and Love, P.E.D. (2001), "Transforming failure
into success through organizational learning: an analysis of a
manufacturing information system", European Journal of Information
Systems, Vol. 10 No. 1, pp. 55-66.
[25] Remenyi, D., Money, A., Sherwood-Smith, M. and Irani, Z. (2000), The
Effective Measurement and Management of IT Costs and Benefits, 2nd
ed., Butterworth Heinemann, Oxford.
[26] Sharif, A.M., Irani, Z. and Love, P.E.D. (2005), "Integrating ERP with
EAI: a model for post-hoc evaluation", European Journal of Information
Systems, Vol. 14 No. 2, pp. 162-74.
[1] Arasti M & Pakniat M, (2006), A Classification of Models for
Technology Strategy Formulation, EUROMOT conference Birmingham,
United Kingdom.
[2] Pall R., Farrukh C.J.P., Probert D.R. (2001), Technology management
process assessment: a case study, international journal of operations and
production management, Vol.21, No.8, PP.1116-1132.
[3] Pall R., Farrukh C.J.P., Probert D.R. (2004), a framework for supporting
the management of technological knowledge, international journal of
technology management, Vol.27, No.1, PP.1-15.
[4] Panda H. & Ramanathan K. (1996), "Technological Capability
Assessments of a Firm in the Electricity Sector", Technovation, Vol 16,
No. 10.
[5] Farzipoor Saen.reza(2006), A decision model for technology selection in
the existence of both cardinal and ordinal data, Applied Mathematics
and Computation, No.181, pp.1600-1608.
[6] Chan, F.T.S, M.H. Chan and N.K.H. Tang(2000), Evaluation
methodologies for technology selection, Journal of Materials Processing
Technology, No.107, pp. 330-337.
[7] Torkkeli, Marko, Markku Tuominen(2001), The contribution of
technology selection to core competencies, Int. J. Production Economics
, No.77, pp. 271-284.
[8] Yap.C. And Wm Souder (1993), a filter system for technology
evaluation and selection, Technovation 13 449-469.
[9] Arbel.A, and Y. Shapira(1986), A decision framework for evaluating
vacuum pumping technology, Journal of Vacuum Science &
Technology, Vol.4,No.2, pp.230-236.
[10] Miles, D. (1995), Constructive Change, Managing International
Technology Transfer, International Labour Office, Geneva.
[11] Porter, M.E. (1985), Competitive Advantage: Creating and Sustaining
Superior Performance. New York: Free Press.
[12] Shamsuddin & Bititci (2006), Technological Competency Assessment
Process (TeCAP): A Case Study, EUROMOT conference Birmingham,
United Kingdom.
[13] Domie, Draaijer and Harry, Boer (1995), Designing market-oriented
production systems: theory and practice, Integrated Manufacturing
Systems, Vol. 6 No. 4, pp. 4-15.
[14] Kline.s (2003), what is technology?, in philosophy of technology edited
by Scharff and Dusek, Blackwell publishing.
[15] APCTT (1989), Atlas Technology: A Framework for Technology
Planning, APCTT Publications.
[16] Zeleny M. (1986), High Technology management, Human systems
management, vol.6, pp.109-120.
[17] Radosevic S. (1999), International Technology Transfer and Catch-up in
Economic Development, Edward Elgar Pub.
[18] Nonaka I., Takeuchi H. (2004), Hitotsubashi on knowledge
management, john wiley & sons.
[19] Cowan, M., David, P., Foray, D., (2001), The explicit economics of
knowledge codification and tacitness. Industrial and Corporate Change
9, 211-253.
[20] Johnson, B., Lorenz, E., Lundvall, B.-A(2002), Why all this fuss about
codified and tacit knowledge. Industrial and Corporate Change 11, 245-
262.
[21] Gregory M.J. (1995), Technology management: a process approach,
Proc IMechE, Vol.209, PP.347-356.
[22] Ford D.& Saren M. (1996), "Technology Strategy for Business",
International Thomason Publishing.
[23] Chiesa V. (2001), R&D strategy and organization, imperial college
press.
[24] Irani, Z., Sharif, A.M. and Love, P.E.D. (2001), "Transforming failure
into success through organizational learning: an analysis of a
manufacturing information system", European Journal of Information
Systems, Vol. 10 No. 1, pp. 55-66.
[25] Remenyi, D., Money, A., Sherwood-Smith, M. and Irani, Z. (2000), The
Effective Measurement and Management of IT Costs and Benefits, 2nd
ed., Butterworth Heinemann, Oxford.
[26] Sharif, A.M., Irani, Z. and Love, P.E.D. (2005), "Integrating ERP with
EAI: a model for post-hoc evaluation", European Journal of Information
Systems, Vol. 14 No. 2, pp. 162-74.
@article{"International Journal of Business, Human and Social Sciences:60871", author = "Manouchehre Ansari and Mahmoud Dehghan Nayeri and Reza Yousefi Zenouz", title = "Technological Deep Assessment of Automotive Parts Manufacturers Case of Iranian Manufacturers", abstract = "In order to develop any strategy, it is essential to first
identify opportunities, threats, weak and strong points. Assessment of
technology level provides the possibility of concentrating on weak
and strong points. The results of technology assessment have a direct
effect on decision making process in the field of technology transfer
or expansion of internal research capabilities so it has a critical role
in technology management. This paper presents a conceptual model
to analyze the technology capability of a company as a whole and in
four main aspects of technology. This model was tested on 10
automotive parts manufacturers in IRAN. Using this model,
capability level of manufacturers was investigated in four fields of
managing aspects, hard aspects, human aspects, and information and
knowledge aspects. Results show that these firms concentrate on hard
aspect of technology while others aspects are poor and need to be
supported more. So this industry should develop other aspects of
technology as well as hard aspect to have effective and efficient use
of its technology. These paper findings are useful for the technology
planning and management in automotive part manufactures in IRAN
and other Industries which are technology followers and transport
their needed technologies.", keywords = "Technology, Technological evaluation, TechnologyMaturity", volume = "3", number = "6", pages = "1137-6", }
